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It was a regional management conference; probably around 400 strong, with managers and sales people from facilities all across the Midwest.
As these meetings go, it was pretty standard. A few of the executives took the stage one after another, to speak to the year in review and the upcoming initiatives from each of their functional areas.
Day two was to feature our individual regional meetings.
I almost didn’t make it to Day two.
At the end of day one the agenda called for an executive Q&A. People with mics were roaming the audience, and one after another, we asked our executives various questions. I had a question, but I needed to summon up the courage… and then I heard “time for one more question” and I went for it, getting the attention of one of the mic runners …
“Why, after spending tens of millions of dollars to build state-of-the-art, high technology hubs, do we only offer minimum wage to staff them, all but ensuring persistent understaffing and persistent underutilization of the facility?”
I knew as soon as I gave the mic back that I had made a serious error.
The executives looked at each other for an extremely uncomfortable few seconds. One of them even looked off stage as if seeking some guidance from staff. I think the VP of Engineering eventually responded. I have no recollection of what he said.
Because my question was the last question, the session ended on that note. Not good. What happened next was not good either …
My boss, the regional manager, made a bee line to me as everyone was dispersing. He motioned for me to join him at the side of the room, and, once there, he let me know in no uncertain terms that that was unacceptable. It’s all a blur now; all I remember was totally losing my stomach …
While I didn’t have much of an appetite after that interaction, I did join my regional teammates for dinner. Some of them witnessed the post-question exchange. And while the conversation over dinner with them was reaffirming to me, it was little consolation.
As it turned out, it wasn’t a fatal error. I survived.
I think that this was an early lesson in culture, before I appreciated the dynamics of culture as I do today. And I want to believe it was also an early lesson in “right, but not helpful” … though, again, without an appreciation of that point until much later.
But, I must admit, the lasting lesson, the one seared into my management hide, was not to ask questions at management conferences.
Never again.
johnponders 
Did the culture change? My guess would be no.
The title “never again” is exactly what the regional manager wanted…. fear, not change. I guess my take would be, through my many years now, never again let a chance to point out in a constructive, crisp way the need for change, regardless of fear.
Thanks for reinforcing.
I think I had the same talk at a multitude of meetings.
DM
I’ll bet you did, Dan, I’ll bet you did… 🙂
My question for you John would be: when you asked the question did you know that it was politically incorrect and you misjudged the response or were you just naive?
I knew it was a difficult question. But I’m sure there’s a healthy helping of naivete in the mix… I’m not sure I knew what politically incorrect really was back at that time. Clearly I was a bit too ballsy though… clearly.
I remember the conference, the question, the silence, the response, and the aftermath well. I’ve used that question/situation often as a teaching model for subordiantes to understand how the platform used in communiction impacts the intended audience as much as or more than the actual message. Still was one of those unique moments when a courageous person actually stood up and said what most everone was thinking. And I think the impact had a positive effect on everyone there whether or not they were ‘comfortable’ with the question.
Mike! Didn’t know you were tuned in! Very glad to see you here … I would love to think that your last sentence there is truer than true, but I’m not so sure … If you’ve got hard data on that … 🙂
If you knew it was a difficult question then like Mike said, it was couragous. Too few people are willing to take the risk. Mike is also correct that it has a possitive effect on everyone (up and down the food chain). Keep asking those questions John, I don’t like your title for this post “never again”. It should be something more like “Damn the Torpedoes”.
Paul: I don’t like the “never again” either. But, to be totally honest, every single conference-type meeting I have been in since, I have thought of this experience, and it has stopped me from grabbing the mic-runner. I would like to think (and say) that it hasn’t, but the truth is that it simply has had a lasting influence.
I think I still do ask the tough questions though. I just pick my spots a bit. And that’s mostly because I’m a little smarter now. But there’s still a bit of apprehension in the mix…
“Right but not helpful” – that resonates with me (ie been there, done that). However to the previous comment, it took courage and was probably what a lot were thinking so that does offer some consolation. While it may not be something to repeat it is has some valuable lessons. How do we frame something right into something helpful? That is something that often challenges me.
Thanks for these posts, John!
Being a staff support guy for my entire career, the “right but not helpful” dynamic has developed into one of the repeating and defining competencies of my work. It is hard, not only because it requires some diagnostic skill (which I usually have) but also because it requires composure (which I often don’t have). It really resonates with me too.
John – as always, thank you for a thought provoking article.
Those who know me – know that I’ve asked ‘those questions’ as well. Somehow those roving ‘Phil Donahues’ now avoid me. I’ve changed the direction of meetings by asking ‘that question.’ John.. I think you may have facilitated one! 🙂
However, I’m now stuck thinking of those Hubs staffed with (and all too often without) that underpaid and often under qualified employee. Or the ‘Customer Service’ calls to an automated system with no chance whatsoever of actually talking to a human. “Please say” your selection after the tone. “HUMAN PLEASE” gets you nowhere.
These tens of ‘billions’ spent should enhance not replace Customer Service. Technology should enhance the ‘customer experience’ and at the same time solve business problems. Not exclusively provide business with a method to avoid hiring a qualified, thoughtful, caring individual. The ‘customer experience’ is what brings us back to an organization.
The self-checkout line at the store. The kiosk at the airport. The soda machine you rattle the daylights out of because it ate your last quarter. I use them all along with countless others. I’ve come to learn tricks (as we all have) to get the attention of an actual human. I’ll share one (sorry Meijer.. I love you!). If you get stuck at the self-check with no human in sight.. drop a can of soup in your bag without scanning it! Humans magically appear out of thin air!
Thanks again John… oh yeah… got a quarter?
Bill Payne
Hey Bill! Yea, you’re one of those guys too, eh … If you did throw up a tough one during one of those sessions that I was facilitating, it must have been one of your milder efforts; or perhaps it was sufficiently directed elsewhere and I didn’t feel threatened/embarassed …
I love your predominant comment theme too; oh what we could accomplish if we would invest with a slightly different kind of ROI in mind, as you suggest…